Term
|
Definition
| Japanese-style management approach, long-term success through customer satisfaction. TQM is based on the participation of all members of an organization in improving processes, goods, services, and the culture in which they work. |
|
|
Term
| Project Quality Dimensions |
|
Definition
Performance
Features
Reliability
Conformance
Durability
Serviceability
Aesthetics
Perceived Quality |
|
|
Term
| Service Quality Dimensions |
|
Definition
Tangibles
Service Reliability
Responsiveness
Assurance
Empathy |
|
|
Term
|
Definition
Concept referring to the participation of all functional areas of the firm into product design.
get everyone involved to make high quality at low costs. |
|
|
Term
|
Definition
American statistician credited with improving production in WWII.
"A loyal customer is a profitable customer."
Created the 14 points for MGMT.
Create a constancy of purpose towards improve,et of product service with the aim to become competitive, stay in business, and provide jobs. |
|
|
Term
|
Definition
Shewart/Deming Wheel.
Plan Do Check Act |
|
|
Term
|
Definition
Low quality caused by people
Loss of work ethic
Some defects acceptable
Inspect for product problems
Higher quality means higher costs |
|
|
Term
|
Definition
Low quality caused by management of people
Need for good management
Zero defects is the goal
Inspect for process problems
Higher quality means higher profits |
|
|
Term
|
Definition
American industrial engineer and philanthropist.
a business and industrial quality "guru," is known worldwide as one of the most important 20th century thinkers in quality management. |
|
|
Term
|
Definition
| 80/20 rule, majority of quality problems are the result of relatively few issues. (juran) |
|
|
Term
|
Definition
was a businessman and author who contributed to management theory and quality management practices.
initiated the Zero Defects program at the Martin Company
As the quality control manager of the Pershing missile program, Crosby was credited with a 25 percent reduction in the overall rejection rate and a 30 percent reduction in scrap costs. |
|
|
Term
|
Definition
Japanese University professor and influential quality management innovator
Ishikawa or cause and effect diagram (also known as Fishbone Diagram) that are used in the analysis of industrial process. He is considered one of the Quality Gurus. |
|
|
Term
|
Definition
drafted into the Astronomical Department of the Navigation Institute of the Imperial Japanese Navy.
joined the Ministry of Public Health and Welfare where he came under the influence of eminent statistician Matosaburo Masuyama who kindled his interest in design of experiments
The Taguchi Loss function |
|
|
Term
|
Definition
| graph used to get the ideal amount, too little or too much loses profits. (12 oz drink) |
|
|
Term
|
Definition
| failures occur largely because components, within tolerance but not precisely on specification, don’t fit perfectly and cause excessive wear. |
|
|
Term
|
Definition
American quality control expert
First Ph. D. in Quality (MIT, 1950s)
Authored Total Quality Control
Credited with initializing the field of Total Quality Management (as differentiated from to Deming’s Statistical Quality Control) |
|
|
Term
|
Definition
Japanese industrial engineer who distinguished himself as one of the world’s leading experts on manufacturing practices and The Toyota Production System
Poka-yoke (failsafing) – Rather than relying entirely on statistical control techniques, create a method that will not permit a part to be made that is not with tolerance.
Made numerous contributions to just-in-time practice. Has half a dozen books translated into English including Zero Quality Control. |
|
|
Term
| The Malcolm Baldridge National Quality Award |
|
Definition
Administered by the National Institute of Standards and Technology, Department of Commerce. Established 1989.
Six categories, 2 awards per category per year (All 12 have never been awarded in a single year):
Small Business (less than 500 employees)
Large Manufacturers
Service Sector
Education
Hospitals
Non profits |
|
|
Term
| Baldridge Award categories |
|
Definition
Leadership 120
Strategic Planning 85
Customer and Market Focus 85
Measurement, Analysis and Knowledge Management 90
Human Resource Focus 85
Process Management 85
Business Results 450 |
|
|
Term
|
Definition
| Japanese Quality award. Oldest quality prize. |
|
|
Term
|
Definition
Policy
Organization and operations
Collecting useful Information
Analysis
Planning for the Future
Education and training
Quality assurance
Quality effects
Standardization
Control |
|
|
Term
| Quality Management/Process control stages |
|
Definition
| (1) no quality management, (2) inspection, and (3) process control. |
|
|
Term
| Myth: Quality work takes more time |
|
Definition
| Reality: Quality work requires a good and structured process, and then it takes less time. For example, working with a complete kit in development, sales, or production processes requires fewer cycles in the process and naturally a smaller time investment and shorter cycle time. |
|
|
Term
| Myth: Quality costs more money |
|
Definition
| Reality: High-quality work and a quality process cost less money because they result in less rework and fewer cycles, and they reduce the garbage plant. Thus, quality costs less and contributes to higher profit. Many customers are willing to pay a premium for quality services or products. |
|
|
Term
| Myth: It is not possible to provide a quality service or quality product in large quantities. |
|
Definition
| Reality: It is possible to provide quality service and produce a quality product even in large quantities if the process is good, consistent, and reliable…and a quality process of selecting, training, and controlling the employees. |
|
|
Term
|
Definition
quality tools and philosophies in an honest effort to provide rigor and repeatability to quality improvement efforts
more cost-reduction-oriented than traditional continuous improvement
creates champions, black belts, green belts, and in some situations, yellow belts |
|
|
Term
|
Definition
| Work with black belts to identify possible projects |
|
|
Term
|
Definition
| Work with and train new black belts |
|
|
Term
|
Definition
| Committed full time to completing cost-reduction projects |
|
|
Term
|
Definition
| Trained in basic quality tools |
|
|
Term
|
Definition
Define
Measure
Analyze
Improve
Control |
|
|
Term
|
Definition
Develop the business case
Project evaluation
Pareto analysis
Project definition |
|
|
Term
| Reasons for Six-Sigma failure: |
|
Definition
Lack of leadership by champions
Misunderstood roles and responsibility
Lack of appropriate culture for improvement
Resistance to change and the Six-Sigma structure
Faulty strategies for deployment
Lack of data |
|
|
Term
|
Definition
All work occurs in a system of interconnected processes
All process have variation (The amount of variation tends to be underestimated)
Understanding variation and reducing variation are important keys to success |
|
|
Term
|
Definition
| drawn from a production or service process in order to ask the question, Is the process in control (i.e. conforming to specifications). Because we take a sample rather than a complete census, it is possible that we can draw an unrepresentative sample and reach the wrong conclusion |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
Centered around the mean
Consistent amount of dispersion
This type of variation cannot be controlled….The statistical tools discussed in this chapter are not designed to correct random variation |
|
|
Term
|
Definition
“Special Causes”
Results from some uncommon event
Dispersion and mean of the process are changing
Process that is not repeatable
Find a bad symptom, then “ask why 5 times” to get to the underlying core problem |
|
|
Term
|
Definition
| a continuous measurement such as weight, height, or volume. |
|
|
Term
|
Definition
| either counted or is a yes/no decision. |
|
|
Term
| procedure for developing process charts |
|
Definition
Identify critical operations in the process
Identify critical product characteristics
Determine whether the critical product characteristic is a variable or an attribute
Select the appropriate statistical process control chart
Establish the control limits and use the chart to continually monitor the critical parameter and (offline) improve the process using the information obtained by monitoring the process
Update the mean as well as the upper and lower control limits as needed when changes made to the process change the population parameters. |
|
|
Term
| Tests for process control |
|
Definition
One or more points fall outside Zone A
Two of any three points fall outside the Zone B on the same side of the mean.
Four of any consecutive five points fall outside the Zone C on the same side of the mean.
Seven consecutive intervals either increase or decrease
Eight or more consecutive points fall on the same side of the center line
Fifteen consecutive points lie within Zone C
Any obvious nonrandom pattern occurs. |
|
|
Term
|
Definition
Continuous, incremental, improvement is achieved
by having everyone participate in the Continuous
Improvement effort. |
|
|
Term
|
Definition
From raw material to final customer, deliver each item just as needed.
Drive continuous improvement by striving for faster flow of goods, which causes problems and forces one to deal with them. |
|
|
Term
|
Definition
The idea for JIT came to Toyota VP Taichi Ohno while visiting a U.S. supermarket.
Shigeo Shingo made JIT possible at Toyota by dramatically lowering setup times. Shingo is known today for SMED (Single Minute Exchange of Dies). |
|
|
Term
| American Production and Inventory Control Society (APICS) |
|
Definition
| Brought JIT to the USA with their Zero Inventory Crusade and by the big three automobile manufacturers, who adopted JIT and required their suppliers to adopt it. |
|
|
Term
|
Definition
| managers are educated in the nature of the system they want implemented, actively involved in bringing about the implementation, and interested and concerned about the impact the system will have on workers. |
|
|
Term
|
Definition
| Cards, standardized containers, or even a square painted on the floor may be used to signal to a worker that it is time for him or her to produce one container of parts |
|
|
Term
|
Definition
Problems can be covered up by more inventory but JIT seeks to reduce inventory to expose problems and get rid of them.
Inventory is water, problems are rocks. |
|
|
Term
|
Definition
| the time between finishing the last part of one order and starting the first part of the next. |
|
|
Term
| Obsolete Measures of Performance |
|
Definition
Equipment utilization
Worker efficiency
Individual incentives
Costing based on direct labor hours |
|
|
Term
|
Definition
Rule I: Work only as needed in terms of time, quantity, and specifications.
Rule II: Work in small, appropriate, and smart batches.
Rule III: Avoid waste and activities that do not add value to the organization. |
|
|
Term
|
Definition
| The number of units, number of work hours, or frequency of transfer between one work station and another. |
|
|
Term
| Process (working or production) batch |
|
Definition
| The number of units (or labor hours) that are worked on continuously at a workstation. This is the amount of work between one setup and the next. |
|
|
Term
|
Definition
Overproduction
Waiting times
Unnecessary conveyance
Rejected products in processing
Surplus stock |
|
|
Term
| Controlling bad multitasking |
|
Definition
Teach and explain
Apply strict control using tactical gating
Measure, follow up, can control the number of tasks assigned to each worker |
|
|
Term
|
Definition
| early warnings given to resource required to enter in the CC at a later time. |
|
|
Term
| Project Completion Buffer |
|
Definition
| Protects against the CC itself, 1/2 the length of the CC. |
|
|
Term
| Project Development life cycle |
|
Definition
objectives
required definitions
design (ext. and int.)
Construction (Most time and resources)
System tests
implementation/maintenance |
|
|
Term
|
Definition
| to establish agreement that all required work for that Phase has been done properly, and that the organization supports a decision for the project to proceed to the next phase, or conversely, to terminate the project. |
|
|
Term
| Quantitative Objectives for success |
|
Definition
1) Did the end product meet the design specifications set forth?
2) Does it perform well?
3) Were all project objectives achieved?
4) Can the financial benefits be quantified? Was the necessary basic data saved from the old environment to be compared to results in the new environment?
5) Do these results measure up to the commitments made in the financial business case used to justify the project?
6) Is the design of the product thoroughly documented and maintainable?
7) Have project requirements for all constituencies been satisfied? |
|
|
Term
|
Definition
*Uninvolved Users/Customers
*Poorly Defined End Products
*Scope and the Multiplication of Interfaces
*Uncontrolled Changes
*Undisciplined Management System
*Inappropriate Focus on Technology
*Assuming 100% Availability of Committed Resources
*Poor Scheduling |
|
|
Term
| How long should the forecast be? |
|
Definition
| As long as the longest lead time for the thing to be planned. |
|
|
Term
|
Definition
| finished goods (such as automobiles) and replacement parts (such as replacement tires) need to be forecast. |
|
|
Term
|
Definition
| – component parts (such as tires included as original equipment) are derived from demand for their parent items. |
|
|
Term
|
Definition
Moving averages
Weighted Moving Averages
Exponential Smoothing
Decomposition |
|
|
Term
| Forecast Accuracy and Bias |
|
Definition
Forecast accuracy measures how far, on the average a forecast is removed from actual demand.
Forecast bias measures the tendency of the forecast to be systematically either too high or too low |
|
|
Term
|
Definition
| consists of all stages involved, directly or indirectly, in fulfilling a customer request. The supply chain not only includes the manufacturer and suppliers, but also transporters, warehouses, retailers, and customers themselves. |
|
|
Term
| Objective of a supply chain |
|
Definition
| The objective of every supply chain is to maximize the overall value generated. The value a supply chain generates is the difference between what the final product is worth to the customer and the effort the supply chain expends in filling the customer’s request. For most commercial supply chains, value will be strongly correlated with supply chain profitability. |
|
|
Term
| Supply chain strategy or design |
|
Definition
| Strategic decisions made by companies include the location and capacities of production and warehousing facilities, products to be manufactured or stored at various locations, modes of transportation to be made available along different shipping legs, and type of information system to be utilized |
|
|
Term
|
Definition
| Planning includes decisions regarding which markets will be supplied from which locations, the planned building of inventories, the subcontracting of manufacturing, and the replenishment and inventory policies to be followed. |
|
|
Term
|
Definition
| The goal of supply chain operations is to implement the operating policies in the best possible manner |
|
|
Term
| How is strategic fit achieved? |
|
Definition
Understanding the customer
Understanding the supply chain
Achieving strategic fit |
|
|
Term
| Product Life cycle attributes |
|
Definition
Demand has become more certain
Margins are lower due to an increase in competitors and more competitive pressure
Price becomes a significant factor in customer choice |
|
|
Term
| Obstacles to achieving strategic fit |
|
Definition
Increasing variety of products
Decreasing product life cycle lengths
Increasingly demanding customers
Fragmentation of supply chain ownership
Globalization
Difficulty executing new strategies |
|
|
Term
|
Definition
| the way we see the world - not in terms of our visual sense of sight, but in terms of perceiving, understanding, interpreting. - Stephen Covey |
|
|
